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Dealing with the Blind Spot

Copyright © 01/2024 ❘ The Enterneers®

Everyone has so-called blind spots and therefore there are various blind spots in every company, often in every department and at every workplace. Many of these blind spots are non-threatening and have little impact on the company's performance. Other blind spots can develop into influencing factors with considerable potential for damage. How do you recognise these blind spots and how do you deal with them effectively? Blind spots have one thing in common: they are easily overlooked. We are familiar with this effect from driving, and it can be directly transferred to work in your own company.

Entrepreneurs, founders, and managers often find themselves navigating complex constellations and situations and making decisions for the entire organisation or parts of it. Their thoughts, judgements, and considerations play a prominent role in this. A large part of these processes does not rely solely on objective and exclusively fact-based assumptions. Rather, personal thought processes, perceptions, personal experiences, and individual experiences characterise the decision-making process. People use their value systems, life and professional experiences, as well as their personal interaction patterns to cope with large amounts of, at times, incomplete information. The result of these thought patterns and habits are sometimes unconscious cognitive distortions of our own perception or incorrect or incomplete self-assessments. Last but not least, this can contribute to the formation of stereotypes or prejudices.

Every person possesses unique cognitive patterns and processes, making exclusively objective decision-making an elusive deal. A key difference between cognitive perception and consideration processes and purely fact-based, objective deductions lies in their potential to take place unconsciously or even contrary to consciously formulated convictions. As a result, cognitive perceptions have a major influence on our actions. In common parlance, such phenomena are also referred to as blind spots or the effects of blind spots. In the context of the work of entrepreneurs and managers, this circumstance leads in practice to significant processes such as market approach, selection procedures, personnel decisions, or performance appraisals being unnoticeably influenced by unconscious distortions of perception or gaps in judgement.

For entrepreneurs and managers, it is not only the conscious handling of the risk associated with their own blind spots that plays an important role but also the active management of such constellations within the teams and the organisation. Those who can recognise and assess such phenomena in themselves and develop suitable measures to deal with them more consciously are also able to do the same for other people within the organisation.

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